Increase self awareness

Looking at the concept of Naïve realism, which explains that each of us thinks we see the world directly, as it really is. We think that what we see is what everyone else sees. 360-degree feedback opens the door to others’ perceptions about our behaviour and performance.

Fortunately, most participants find that much of their feedback is consistent with their own expectations & there are few surprises in a report. Surprises are usually on some lower scores from one group (i.e., superiors / peers) on a behaviour that the participant considers to be a strong element. This causes some reflection to determine if the individual is acting consistently within that group. Positive surprises take the form of higher scores in the report that show the individual has excelled and they are recognised as a leader.

Clarify behaviour

Not all employees will have the self-confidence to raise issues with their managers face-to-face. That’s why an employee engagement survey is an ideal way to see how your employees are feeling while remaining completely anonymous.

It’s a transparent feedback channel that establishes two-way dialogue and gives the employees to voice their concerns. It also sends out a message of inclusion and shows their opinions are valued.

Measure the “how”

Leaders are ultimately responsible for achieving results and the methods used to succeed; these methods are often overlooked by their bosses. 360-degree feedback measures how you interact with others and how this drives success.

It is good to reveal which competencies are most important to the individual in how they overcame challenges over the year. Some of the most common topics will be collaboration, thinking more strategically, aligning with company KPI’s. conversely, too much emphasis on results while ignoring relationships and work-life balance will lead to burnout and turnover within the team.

Promote dialogue

Within a 360-degree report, you will find at least two or three areas that need some more clarification. For example, someone might want to know why their peers rated them lower on delegation when their boss reports scored that as high.

It would be recommended that the participant follows up with their colleagues to review their findings and align expectations. The follow-up conversations often provide more insight than the report itself. The 360-degree survey is there to help crack the surface in potentially feedback-poor environments and create a culture where open performance conversations are valued and encouraged.

Encourage personal development

Personal development is one of the main driving forces behind doing the 360-degree feedback process. To get the most out of the process, participants should create a development plan based on the feedback received.

Most leaders will have at least an elementary level of self-awareness regarding their strengths, weaknesses, and appropriate leadership behaviour. But honest and targeted feedback is necessary to test one’s perceptions and help recognise previously overlooked strengths or expose blind spots. If done properly, the whole process will assist leaders to fine-tune their behaviours and re-prioritize their areas of focus.

Increase accountability

For a manager to become a “better leader”, “improve on collaboration” or to better embody the company values, there must be a precedent set around what they are doing now. This is exactly why a 360-degree survey is so powerful.

Enhance performance

All previous points lead to this final, and most important benefit of 360 degree feedback, improving performance. As a leader, this is one of your most powerful tools & should not be overlooked. The more honest participants are, the more you will be able to get out of this survey.

To ensure the process is successful, managers should follow-up quarterly with participants to discuss their development. On top of this, a further 360-degree survey should take place 12 months after the initial one, to provide assessment and measure growth, re-affirming participants to maintain with their development plan.